Leadership 2015 Cengage Learning MGMT7 2015 Cengage Learning 141 explain what leadership is 142 describe who leaders are and what effective leaders do 143 explain Fiedlers contingency theory ID: 237158
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Chapter 14 Leadership
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© 2015 Cengage Learning
14-1 explain what leadership is
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describe who leaders are and what effective leaders do
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explain Fiedler’s contingency theory
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describe how path-goal theory works
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explain the normative decision theory
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explain how visionary leadership (i.e., charismatic or transformational leadership) helps leaders achieve strategic leadershipSlide3
Leaders vs. Managers
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Doing the right thing
“What should we be doing?”
Vision, mission, goals, objectives
Challenge the status quo
Long-term view
Expand people’s options and choicesInspire and motivate people to find their own solutionsConcerned with ends, what gets done
Doing things right“How can we do what we’re already doing better?” Productivity and efficiencyPreservers of status quoShort-term viewLimit others’ choicesSole problems so that others can do their workMore concerned with means, how things get done
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Leadership Traits
Trait theoryeffective leaders possess a similar set of traits or characteristics
Leaders are different from followers in:
drive
desire to lead
honest/integrity
self-confidence
emotional stabilitycognitive abilityknowledge of the business
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Leadership Behaviors
Initiating structureConsideration
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Blake/Mouton Leadership Grid
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Fiedler’s Contingency Theory
In order to maximize work group performance, leaders must be matched to the right leadership situation.Leaders are effective when the work group they lead performs well.
Leaders are generally unable to change their leadership styles, and they will be more effective when their styles are matched to the proper situation.
The favorableness of a situation permits the leader to influence the behavior of group members.
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Least Preferred Coworker
Leadership style = the way that leaders generally behave toward their followers. Leadership styles are tied to leaders’ underlying needs and personalities.
Relationship-oriented
Task-oriented
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Situational Favorableness
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The degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members.
Leader-member relations
Task structure
Position power
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Situational Favorableness
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Matching Leadership Styles to Situations
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Leaders and Situations
Fiedler assumes leaders to be incapable of changing their leadership styles.The key − matching leaders to situations…
…or teaching leaders how to change situational favorableness
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Path-Goal Theory
Leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment.
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Path-Goal Theory
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Leadership Styles
DirectiveSupportiveParticipativeAchievement-oriented
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Subordinate Contingencies
Perceived abilityExperienceLocus of controlinternals vs. externals
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Environmental Contingencies
Task structureFormal authority systemPrimary work group
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Path-Goal Theory: When to Use Directive, Supportive, Participative, or Achievement-Oriented Leadership
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Normative Decision Theory
Helps leaders decide how much employee participation (from none to letting employees make the entire decision) should be used when making decisions.©
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Normative Theory, Decisions Styles, and Levels of Employee Participation
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Normative Theory Decision Rules
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Normative Decision Theory Tree for Determining the Level of Participation in Decision Making
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Visionary Leadership
Creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting.©
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Charismatic Leadership
The behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship with followers.
Articulate a clear vision for the future that is based on strongly held values or morals
Model those values by acting in a way consistent with the vision
Communicate high performance expectations to followers
Display confidence in followers’ abilities to achieve the vision
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Ethical and Unethical Charismatics
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Transformational Leadership
Generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self interests for the good of the group. ©
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Components of Transformational Leadership
Charismatic leadership or idealized influenceInspirational motivation
Intellectual stimulation
Individualized consideration
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Transactional Leadership
Based on an exchange process in which followers are rewarded for good performance and punished for poor performance. © 2015
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Camp Bow Wow
1. Does Camp Bow Wow CEO Heidi Ganahl possess qualities associated with contemporary leadership? 2. In what way is Heidi Ganahl’s leadership charismatic and visionary? Give examples.
3. Where does Heidi Ganahl’s leadership fall on the Leader-ship Grid discussed in the chapter? Explain.
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